Sex Differences in Responsiveness to Organizational Career Management

Pazy, Asya

doi:10.1002/hrm.3930260208

Cited by 25 publications

(19 citation statements)

References 32 publications

(16 reference statements)

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“…Research further suggests that adolescent males tend to have greater uncertainty about their career aspirations than their female counterparts, with males depending more strongly on positive feedback and encouragement from their parents (Gutman & Schoon, 2012). Pazy (1987) also found personal adaptability to be related to differences in males' and females' responsiveness to organisational career management, with women responding more positively than men to organisational career management support.…”

Section: The Relationship Between Gender Hardiness and Career Adaptabilitymentioning

confidence: 91%

“…Pazy (1987) also found personal adaptability to be related to differences in males' and females' responsiveness to organisational career management, with women responding more positively than men to organisational career management support. Based on the review of the research literature, it was expected that individuals' gender and hardiness would significantly predict their career adaptability and that women and men would differ significantly regarding their hardiness and career adaptability.…”

mentioning

confidence: 90%

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Gender and hardiness as predictors of career adaptability: an exploratory study among Black call centre agents

Coetzee

Harry

2014

South African Journal of Psychology

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The call centre career poses developmental challenges that require high levels of hardiness and career adaptability. This article explores whether call centre agents' gender and hardiness significantly and positively predicted their career adaptability, and whether women and men differed significantly regarding their hardiness and career adaptability. A cross-sectional survey was conducted with a sample of 409 early-career B l a c k African call centre agents (mean age = 32 years; 66% females). Correlations, stepwise hierarchical regression analysis and the Mann-Whitney U test for significant mean differences were performed to achieve the objective of the study. The results showed that gender significantly predicted career adaptability and that the females had significantly higher levels of career adaptability than their male counterparts. A high sense of hardy control and a low tolerance for unpredictability predicted higher levels of career adaptability. In the light of the paucity of research on the hardiness and career adaptability of Black women and men in the African context, the research contributed valuable new insights that may inform career development interventions for Black call centre agents. The results of the study emphasise the importance of developing call centre agents' hardiness in order to strengthen their career adaptability. The results further indicated that the diverse strengths and growth areas of women and men in terms of developing their career adaptability must be considered in career development interventions.

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Section: The Relationship Between Gender Hardiness and Career Adaptabilitymentioning

confidence: 91%

mentioning

confidence: 90%

Gender and hardiness as predictors of career adaptability: an exploratory study among Black call centre agents

Coetzee

Harry

2014

South African Journal of Psychology

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“…US evidence suggests that women's networks do indeed differ from those of men, and may well inhibit their advancement (Campbell, ] 988). Other studies point up the comparative unwillingness of women to use informal tactics for career advancement (Pazy, 1987), while Cockburn directly confronts men's strategies for impeding women's advancement at work (Cockburn,199]). …”

Section: Workplace Relationshipsmentioning

confidence: 98%

Beyond Policy and Politics: contingencies of employment equity

Young¹

1997

Policy &Amp; Politics

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After an apparent hiatus, equal opportunity policies now seem set to enjoy a revival under the impetus of Eurepean Union initiatives. New initiatives build upon earlier approaches, but to be effective must avoid repeating the mistakes of the past. Among these mistakes is the assumption that 'cultural change' within organisations is both attainable and required in order to remedy inequalities. In this paper, the pursuit of cultural change is subjected to critical analysis, together with some common misunderstandings about the factors making for unequal employment outcomes. A number of real-world exclusionary barriers are then examined, drawing upon evidence generated from a survey of more than 1,000 women managers in local government. It is argued that these barriers provide a more appropriate subject for policy and politics, and that their removal can facilitate the organisational impact of more gradual societal change. Apartir d'un hiatus apparent, 10 politique d'egalite de chances semble etre pret pour jouir d'une reprise sous /'impulsion des initiatives de /'union Europeen. Pour qu'elles puisent etre efficaces, de nouvelles initiatives, fondees sur des approches precedents doivent a tout prix eviter une repetition des erreurs du passe. Parmi les erreurs; /'assumption qu'un changement culturel provenant de /'interieur de ces organisations est a la fais accessible et necessaire comme remede contre les inegalites. Dans cet article, Ie poursuite d'un changement politique est submisse a une analyse critique. Nous regardons de plus pres aussi idees re~ues en ce qui concerne des facteurs contribuant a /'inegalite d'emploi. A la ressource d'une enquete de plus de 1,000 directrices dans "administration locale, examinons certains veritable obstacles d'exclusion en ce qui concerne les femmes. Constate que ces obstacles constituent un sujet bien apte pour la politique et que, les en/ever, augmentera la role de /'organisation dans un changement social plus gradue/.

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“…Kısaca kariyer yönetimi, kişilerin kariyerlerini oluşturulan bazı politikalarla ve uygulamalarla dizayn etmeye ve onlara yeni bir yol açmaya çalışır. Ancak bu yol, kadınlar için erkeklere kıyasla genellikle muğlaktır (Pazy, 1987).…”

Section: Ceo Etkisiunclassified

A Quantitative Look To The Relationship Between Human Resources Management and Glass Ceiling From The Turkish Education Sector: Does A Woman Support Another Woman?

Aksoy

2021

Fiscaoeconomia

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It is known that the glass ceiling problem is a serious problem in organizations that prevents women from advancing to top management positions. There are many reasons behind this problem which gives harm to women's career progression. Some practices of human resources management are listed among these reasons. In this study, the glass ceiling concept will be viewed from the perspective of human resources management. In other words, the focus will be on how human resources management functions change the perception of glass ceilings of women working in organizations. In short, how the gender effect in the implementation of human resources management activities such as recruitment, career development, training, performance evaluation changes women's perception of glass ceiling is the main subject of this study. With the study, it is thought that some of the missing points in Turkish glass ceiling literature will be completed.

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Sex Differences in Responsiveness to Organizational Career Management

Cited by 25 publications

References 32 publications

Gender and hardiness as predictors of career adaptability: an exploratory study among Black call centre agents

Gender and hardiness as predictors of career adaptability: an exploratory study among Black call centre agents

Beyond Policy and Politics: contingencies of employment equity

A Quantitative Look To The Relationship Between Human Resources Management and Glass Ceiling From The Turkish Education Sector: Does A Woman Support Another Woman?

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